You don't have to be a leader in the field of media to benefit from these tips. My monthly column for the Columbia Journalism Review lists ten things -- from feedback to change management to creating a culture of fun -- that can work for all professions.
Click here for a link the column. Hope you enjoy!

Your business is facing some ups and downs -- maybe more downs than ups.

Your job as a manager is to navigate those rocky times, protecting the health of the operation while taking care of your staff. That's a real challenge facing many of today's managers.

It's certainly the case in the world of journalism, which is why the editor of the Columbia Journalism Review made it the focus of my column this month.

She asked me some good questions about how much information managers should share with staff.

As you know, that's a complex issue. Share too little and you are unfairly keeping them in the dark. Say too much and you may reveal sensitive business strategy or trade secrets. So, in this article, I lay out what managers should do and say.

I also remind managers about the impact their mood and emotions can have on a team - and even the quality of the work your people produce.

I'm happy to share this news. I've accepted an invitation from the Columbia Journalism Review to do a monthly column on leadership and management issues. The editor, Liz Spayd, poses questions to me and I provide advice.

Here's the interesting thing: Although the publication is written about journalism and the audience is people who are interested in media issues, the management issues are universal.

For example, check out the first column. Liz's questions focus on startup cultures, integrating staff with new technical talent into a traditional team, and whether charisma can be taught or learned. You can click here to go directly to the column.